Question 1

Which of the following is not one of the limitations of the BCG Growth-Share Matrix?

Accepted Answer

A)  It is too simplistic. 
B)  The link between market share and profitability is questionable. 
C)  Growth rate is only one aspect of industry attractiveness. 
D)  The market leader is ignored in the analysis. 
E)  Small competitors with fast-growing market share are ignored. 
A)  It is too simplistic. 
B)  The link between market share and profitability is questionable. 
C)  Growth rate is only one aspect of industry attractiveness. 
D)  The market leader is ignored in the analysis. 
E)  Small competitors with fast-growing market share are ignored.

Question 2

Discuss the two basic growth strategies.

Accepted Answer

The two basic growth strategies are conc

Question 3

The GE Business Screen is based on long-term industry attractiveness and business strength/competitive position.

Accepted Answer

A) True 
 B)False

Question 4

In which phase of a turnaround strategy does the firm attempt to "stop the bleeding" with a general,across-the-board cutback in size and costs?

Accepted Answer

A)  contraction 
B)  consolidation 
C)  captive company 
D)  rebirth 
E)  divestment 
A)  contraction 
B)  consolidation 
C)  captive company 
D)  rebirth 
E)  divestment

Question 5

Research comparing concentric with conglomerate diversification concludes that

Accepted Answer

A)  conglomerate diversification is always less profitable than concentric diversification. 
B)  concentric diversification is always less profitable than conglomerate diversification. 
C)  the relationship between relatedness and performance follows an inverted U-shaped curve. 
D)  neither concentric nor conglomerate diversification are ever profitable. 
E)  for optimum effectiveness both conglomerate and concentric diversification should be utilized in tandem. 
A)  conglomerate diversification is always less profitable than concentric diversification. 
B)  concentric diversification is always less profitable than conglomerate diversification. 
C)  the relationship between relatedness and performance follows an inverted U-shaped curve. 
D)  neither concentric nor conglomerate diversification are ever profitable. 
E)  for optimum effectiveness both conglomerate and concentric diversification should be utilized in tandem.

Question 6

Studies reveal that over one-half to two-thirds of acquisitions are failures primarily because

Accepted Answer

A)  the premiums paid were too high for the firm to earn their cost of capital. 
B)  due diligence was not conducted. 
C)  the premiums were too high to finance and resulted in bankruptcy. 
D)  there were unresolved management conflicts. 
E)  there was a clash of management philosophies. 
A)  the premiums paid were too high for the firm to earn their cost of capital. 
B)  due diligence was not conducted. 
C)  the premiums were too high to finance and resulted in bankruptcy. 
D)  there were unresolved management conflicts. 
E)  there was a clash of management philosophies.

Question 7

In which strategy does management hope that another company will have the necessary resources and determination to return the company to profitability?

Accepted Answer

A)  sell out 
B)  captive company 
C)  liquidation 
D)  bankruptcy 
E)  profit 
A)  sell out 
B)  captive company 
C)  liquidation 
D)  bankruptcy 
E)  profit

Question 8

An international study by Bain & Company concluded that the likelihood of a successful acquisition is increased with

Accepted Answer

A)  previous experience between an acquirer and a target firm. 
B)  narrowing the number of candidates for acquisition. 
C)  foregoing the time for due diligence. 
D)  limited geographical expansion. 
E)  the addition of capacity levels. 
A)  previous experience between an acquirer and a target firm. 
B)  narrowing the number of candidates for acquisition. 
C)  foregoing the time for due diligence. 
D)  limited geographical expansion. 
E)  the addition of capacity levels.

Which of the following is not one of the limitations of the BCG Growth-Share Matrix?

Discuss the two basic growth strategies.

The GE Business Screen is based on long-term industry attractiveness and business strength/competitive position.

In which phase of a turnaround strategy does the firm attempt to "stop the bleeding" with a general,across-the-board cutback in size and costs?

Research comparing concentric with conglomerate diversification concludes that

Studies reveal that over one-half to two-thirds of acquisitions are failures primarily because

In which strategy does management hope that another company will have the necessary resources and determination to return the company to profitability?

An international study by Bain & Company concluded that the likelihood of a successful acquisition is increased with

Basic Concepts in Strategic Management

Corporate Governance

Social Responsibility and Ethics in Strategic Management

Environmental Scanning and Industry Analysis

Organizational Analysis and Competitive Advantage

Strategy Formulation: Business Strategy

Strategy Formulation: Functional Strategy and Strategic Choice

Strategy Implementation: Global Strategy

Strategy Implementation: Organizing and Structure

Strategy Implementation: Staffing and Directing

Evaluation and Control

Suggestions for Case Analysis

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Exam 7: Strategy Formulation: Corporate Strategy

Which of the following is not one of the limitations of the BCG Growth-Share Matrix?

Discuss the two basic growth strategies.

The GE Business Screen is based on long-term industry attractiveness and business strength/competitive position.

In which phase of a turnaround strategy does the firm attempt to "stop the bleeding" with a general,across-the-board cutback in size and costs?

Research comparing concentric with conglomerate diversification concludes that

Studies reveal that over one-half to two-thirds of acquisitions are failures primarily because

In which strategy does management hope that another company will have the necessary resources and determination to return the company to profitability?

An international study by Bain & Company concluded that the likelihood of a successful acquisition is increased with

Basic Concepts in Strategic Management

Corporate Governance

Social Responsibility and Ethics in Strategic Management

Environmental Scanning and Industry Analysis

Organizational Analysis and Competitive Advantage

Strategy Formulation: Business Strategy

Strategy Formulation: Functional Strategy and Strategic Choice

Strategy Implementation: Global Strategy

Strategy Implementation: Organizing and Structure

Strategy Implementation: Staffing and Directing

Evaluation and Control

Suggestions for Case Analysis

Filters